> We also aligned our incentives with the success of everyone involved. Great! In the interest of preserving that alignment into the future, it might be helpfu

> We also aligned our incentives with the success of everyone involved. Great! In the interest of preserving that alignment into the future, it might be helpful to lock in important aspects of the business model by limiting your future decisions with a Ulysses pact[1]. Cory Doctorow gave a tall[2] about using Ulysses pacts in the tech industry: >> It's not that you don't want to lose weight when you raid your Oreo stash in the middle of the night. It's just that the net present value of tomorrow's weight loss is hyperbolically discounted in favor of the carbohydrate rush of tonight's Oreos. If you're serious about not eating a bag of Oreos your best bet is to not have a bag of Oreos to eat. Not because you're weak willed. Because you're a grown up. And once you become a grown up, you start to understand that there will be tired and desperate moments in your future and the most strong-willed thing you can do is use the willpower that you have now when you're strong, at your best moment, to be the best that you can be later when you're at your weakest moment. >> The answer to not getting pressure from your bosses, your stakeholders, your investors or your members, to do the wrong thing later, when times are hard, is to take options off the table right now. Designing for durability and failure safety is still important when designing business models.